In an organization there are departments that don’t mix well, or not at all. Sales, finance and production departments are notorious for having problems or “not mixing”.

Each of these groups has a different way of thinking, they create very different processes and final products, it makes sense that they will not agree to, or understand what the other departments are doing.

Tension, misunderstandings, frustration and chaos can result if left unattended.

Sales and marketing is concerned with creating or identifying demand for the product and negotiating an agreement. It’s about people and relationships, emotions, taking advantage of opportunities, being creative innovative and adaptable, exploring new ideas, making sure the customer is satisfied. Uncertainty is a large part of every business day.

Finance focuses on numbers. What did we do in the past, what are we doing now, what will we need in the future and how do we reduce or eliminate our risk. Structured, predictable, logical, they label everything. Their evaluation and decision making is based on guaranteed outcomes and not on uncertainty.

Production is concerned with efficiency and is also numbers driven. Processes are studied, analyzed and standardized in order to maximize control and eliminate errors. They prefer set plans and actively resist rapid or constant deviations and modifications. Believers in contingency plans and backups, logical, not fond of uncertainty.

The goal is to acknowledge that every group is very different, with different points of view, and that these differences are essential to the success of any organization.

The entire system (organization) benefits from the interaction, questioning, and controls required by each department.

If there is total agreement, all the time, something is wrong.

Leadership’s role is to provoke, question, listen, analyze and push this chaos toward a goal.

Successful leaders know how to make oil and water mix, and make it happen on a regular basis.